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Copyright © SERAKU CO.,LTD. All Right Reserved. October 15, 2026Results of Operations for the Fiscal Year Ended August 31, 2026
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Copyright © SERAKU CO.,LTD. All Right Reserved. 2 Agenda FY8/26 Results of Operations FY8/27 Plan and Shareholder Returns Medium-Term Growth Vision Appendix 1. 2. 3. 4.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Executive Summary 3 Net sales Operating profit/loss FY26 plan Progress rates reached 93.1% for net sales and 100.5% for operating profit. 27,400 million yen 2,850 million yen Digital Integration 24,621 million yen (YoY +3.1%) • Adoption and utilization support for enterprises has been performing well. • The number of partner engineers in service has increased. 2,881 million yen (YoY +10.3%) Midori Cloud • We focused on introducing Midori Cloud Rakuraku Shukka to JA organizations as a strategic investment. • Introduction and trial use are underway at multiple JA organizations. 239 million yen (YoY +1.8%) -95 million yen (YoY -%) Mechanical Design and Engineering • Sales increased as project fields expanded. • Both the number of projects and the engineer utilization rate remained strong. 799 million yen (YoY +1.7%) 59 million yen (YoY +60.6%) Adjustment -142 million yen 19 million yen FY26 consolidated results Both net sales and operating profit rose year-on-year.25,517 million yen (YoY +3.0%) 2,864 million yen (YoY +12.3%) ◼ Net sales and operating profit rose 3.0% and 12.3% year-on-year, respectively, driven by growth in Digital Integration. ◼ We plan net sales of 28,300 million yen (YoY +10.9%) and operating profit of 3,010 million yen (YoY +5.1%) for FY8/27. FY27 plan We aim for 10.9% growth in net sales and 5.1% growth in operating profit. 28,300 million yen 3,010 million yen
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Copyright © SERAKU CO.,LTD. All Right Reserved. Consolidated Financial Results for the Fiscal Year Ended August 31, 2026 4 ■ While continuing to hire senior-level personnel and make AI-related investments throughout the year, we also worked to increase the added value of our projects. As a result, both net sales and operating profit increased year-on-year in FY8/26. FY25 results FY26 results YoY change Amount Rate (%) Net sales Cost of sales Gross profit Selling, general and administrative expenses Operating profit Ordinary profit Profit attributable to parent 24,776 18,320 6,456 3,905 2,550 2,599 1,709 25,517 18,576 6,941 4,076 2,864 2,924 1,854 +741 +3.0 +256 +1.4 +485 +7.5 +171 +4.4 +313 +12.3 +325 +12.5 +144 +8.5 FY26 plan 27,400 - - - 2,850 2,880 1,870 -6.9 - - - +0.5 +1.5 -0.8 (Millions of yen) Compared to plan Amount Rate (%) -1,882 - - - +14 +44 -15
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Copyright © SERAKU CO.,LTD. All Right Reserved. Consolidated Financial Results for the Fiscal Year Ended August 31, 2026 (By Segment) 5 ■ The Digital Integration segment achieved increases in both net sales and segment profit, driven by higher added value of projects. ■ Net sales in the DX domain increased year-on-year, with demand remaining strong. FY25 results FY26 results YoY change Amount Rate (%) Net sales 24,776 25,517 +741 +3.0Total Digital Integration Midori Cloud Mechanical Design and Engineering Adjustment 23,881 24,621 +740 +3.1 235 239 +4 +1.8 786 799 +13 +1.7 -125 -142 -17 - (Millions of yen) Digital Transformation 7,498 7,726 +227 +3.0 System Integration 16,382 16,894 +512 +3.1 Segment profit/loss (Operating profit margin) 2,550 2,864 +313 +12.3Total Digital Integration Midori Cloud Mechanical Design and Engineering Adjustment 2,611 2,881 +269 + 10.3 -118 -95 +22 - 37 59 +22 +60.6 20 19 -1 -6.6 (10.3%) （11.2％） （+0.9％） (10.9%) （11.7％） (-%) (-%) (4.7%) （7.4％） (-%) (-%) （+0.8％） (-%) （+2.7％） (-%)
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Copyright © SERAKU CO.,LTD. All Right Reserved. Business Performance by Segment: Digital Integration 6 ■ Net sales increased year-on-year, driven by robust demand. ■ Segment profit rose significantly by 47.1% year-on-year, driven by higher project unit prices and improved productivity. Earnings growth 4Q net sales 6,369 million yen (YoY +5.8%) 4Q segment profit/loss 819 million yen (YoY +47.1%) Segment profit margin 12.9% (YoY +3.6%) Results of operations • In the DX domain, we successfully expanded our business as demand remained high. • Net sales rose year-on-year due to improved added value supported by enhanced services in the SI domain and robust performance in support for enterprises in the adoption and utilization of Salesforce and COMPANY in the DX domain. • The segment profit increased year-on-year, driven by higher unit prices for projects and improved productivity from AI skills training and enhanced sales structures. (Millions of yen) FY24 FY25 FY26 6,020 6,034 6,005 6,211 6,369 557 605 628 828 819 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Net sales Segment profit/loss Net sales
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Copyright © SERAKU CO.,LTD. All Right Reserved. Business Performance by Segment: Midori Cloud 7 ■ Year-on-year, net sales increased and segment profit improved. ■ Focused on expanding sales of "Midori Cloud Rakuraku Shukka" and deepening relationships with existing customers; multiple JAs decided to adopt the service or expand the number of product items. 34 50 65 49 73 -40 -43 -26 -29 3 -80 -60 -40 -20 0 20 40 60 80 100 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Net sales Segment profit/loss 4Q net sales 73 million yen (YoY +114.8%) 4Q segment profit/loss 3 million yen (YoY -%) Segment profit margin 4.4% (YoY -%) Results of operations • Multiple JA organizations decided to newly introduce "Midori Cloud Rakuraku Shukka" or expand the number of product items, thanks to our aggressive sales activities targeting JA. • We continue to focus resources on expanding sales of "Midori Cloud Rakuraku Shukka" and deepening relationships with existing customers. • Introduction trials are under way/under consideration at multiple JA organizations, and we will continue to focus our efforts so that more JA organizations will adopt the product. • We recorded subsidy income associated with the introduction of Midori Cloud Rakuraku Shukka as non- operating income. Earnings growth (Millions of yen) FY24 FY25 FY26
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Copyright © SERAKU CO.,LTD. All Right Reserved. Business Performance by Segment: Mechanical Design and Engineering 8 ■ Both project acquisition and engineer utilization rate remained robust, while net sales and segment profit decreased slightly year-on-year. 209 205 202 194 197 19 14 13 13 17 -50 0 50 100 150 200 250 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Net sales Segment profit/loss 4Q net sales 197 million yen (YoY -5.6%) 4Q segment profit/loss 17 million yen (YoY -8.5%) Segment profit margin 9.0% (YoY -0.3%) Results of operations • The number of projects and engineer utilization rate remained steady, supported by business expansion into new fields, while net sales and segment profit decreased slightly year-on-year. • Assignment of newly hired personnel to projects progressed smoothly. Earnings growth (Millions of yen) FY24 FY25 FY26
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Copyright © SERAKU CO.,LTD. All Right Reserved. Progress on the Growth Strategy 9 Initiatives to realize the Vision FY26 4Q Initiatives • Focus on the acquisition of quasi-mandate/contracting projects with high unit prices. • Implement proactive sales activities and foster project managers within the Company with a view to acquiring large-scale projects. Ratio of quasi- mandate/contracting projects to orders received 54.7% (YoY +3.5%) Promotion of quasi- mandate/contracting projects • Focus on securing partner companies with the aim of business expansion. • Establish strong relationships with partner companies by offering projects with favorable conditions and providing training for engineers, among other benefits. Number of partner companies 2,607 companies (YoY +546 companies) IT personnel platform • Focus on improved profitability by expanding the adoption and utilization support business for enterprise cloud systems on the back of the firm DX market. • Actively engage in the development of highly skilled human resources to meet diverse customer needs and sales activities to acquire projects. Ratio of the DX domain to net sales 31.0% (YoY +1.4%) Shift to DX *The number of partner companies refers to that of companies registered on SERAKU Partner Platform. ◼ The DX shift and value-added efforts (promotion of quasi-mandate/contracting projects) are progressing steadily. ◼ With a steadily growing number of partner companies, we continued to focus on deepening business relations with each company.
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Copyright © SERAKU CO.,LTD. All Right Reserved. 10 Agenda FY8/26 Results of Operations FY8/27 Plan and Shareholder Returns Medium-Term Growth Vision Appendix 1. 2. 3. 4.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Consolidated Earnings Plan for FY8/27 11 ■ Backed by strong demand, for FY8/27 we plan to achieve year-on-year growth of 10.9% in net sales and 5.1% in operating profit. 15,263 28,300 0 5,000 10,000 15,000 20,000 25,000 30,000 FY21 FY27 (Plan) (Millions of yen) Net sales CAGR +10.8% Operating profit 1,356 3,010 0 500 1,000 1,500 2,000 2,500 3,000 3,500 FY21 FY27 (Plan) CAGR +14.2% (Millions of yen) FY27 plan Net sales 28,300 million yen (YoY +10.9%) Operating profit 3,010 million yen (YoY +5.1%)
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Copyright © SERAKU CO.,LTD. All Right Reserved. Notice of Change in Reportable Segments (From FY8/27) 12 We have newly established an AI segment with the aim of transforming ourselves into an AI solution company. Accordingly, we reorganized our segments as follows in FY8/27. About the Segment Change DI (Digital Integration) SI (System Integration) DX (Digital Transformation) ・SERAKU Co., Ltd. ・SERAKU Business Solutions Co., Ltd. ・SERAKU CCC Co., Ltd. ・AND Think Corporation Midori Cloud ・The Company Mechanical Design and Engineering ・The Company ・Seraku Business Solutions Co., Ltd. AI AI Solutions DX (Salesforce / COMPANY) Midori Cloud ・SERAKU Co., Ltd. ・SERAKU CCC Co., Ltd. AI DI (Digital Integration) ・SERAKU Co., Ltd. ・AND Think Inc. ・Seraku Business Solutions Co., Ltd. DI (Digital Integration) Security SI (System Integration) Mechanical Design and Engineering ・AI Solutions We support client companies in the cycle of AI adoption, operational implementation, facilitation of its widespread use, and improvements. ・DX（Salesforce / COMPANY ） We specialize in cloud systems and offer support for both operations and user adoption of difficult -to-utilize software for major corporations. ・Midori Cloud We utilize AI, IoT, and other cutting -edge technologies to resolve production and distribution issues in agriculture, livestock farming, and fisheries. ・Security Leveraging our existing technology and human resources to address the security field, where needs are growing. ・SI The SI business serves as our business foundation, involving the maintenance and operation of corporate systems, as well as the construction and development of IT infrastructure. ・Mechanical Design and Engineering We offer technologies in the 3D CAD field, contracted design service for machinery, molds, and other products, as well as provision of technologies for communications system construction and telecommunications fields. ■ Promoting the launch of AI businesses and the AI shift of existing businesses toward our transformation into an "AI Solutions Company". ■ Transitioning to a structure that manages AI-related businesses in an integrated manner, and reorganizing our reportable segments into two: AI and DI.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Our New Policy on Dividends and Shareholder Returns 13 ◼ Starting with the fiscal year ending August 31, 2027, we will revise our policy to target a consolidated payout ratio of 15% and a consolidated total return ratio of 33% or higher. ◼ We will combine dividends with flexible purchase of treasury shares to offer shareholder returns commensurate with profit growth. Changes in DPS (dividend per share) Our new policy on shareholder returns 2.33 2.50 2.70 3.20 4.60 5.60 8.60 10.40 13.00 13.20 17.40 22.90 0.00 5.00 10.00 15.00 20.00 25.00 *On March 1, 2017, SERAKU conducted a four-for-one stock split of common stock, and per-share dividend amounts are listed based on figures after adjustments to reflect the stock split. (Yen) FY16 FY27 (Plan) Shift from the existing performance-based dividend policy to a policy based on the consolidated payout ratio Dividends Purchase of treasury shares Conduct share buybacks flexibly, taking into account demand for growth investments, available funds, stock price levels, and other factors Consolidated payout ratio 15% Pay dividends based on consolidated profits Consolidated total return ratio 33% or higher Return profits through dividends and share buybacks DPS has increased by over 9 times since we went public.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Acquisition and Retirement of Treasury Shares 14 ■ EPS and BPS grew for FY26 due to the acquisition and retirement of treasury shares. ■ We will continue to focus on shareholder returns in FY27 by carrying out the acquisition of treasury shares. Acquisition Retirement From August 8, 2025 to June 17, 2026 From July 28, 2026 to June 30, 2027 August 20, 2025 August 20, 2026 Changes in EPS (earnings per share) Changes in BPS (book-value per share) 69.36 105.35 114.24 127.16 140.46 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00 FY22 FY23 FY24 FY25 FY26 395.18 490.98 572.00 668.83 781.56 0.00 200.00 400.00 600.00 800.00 1,000.00 FY22 FY23 FY24 FY25 FY26 (Yen) (Yen) Completed In progress Completed Completed 398,984,100 yen Up to 500,000,000 yen (249,889,500 yen spent) - • Profit return to shareholders • Implementation of a flexible capital policy • Utilization in M&As • Utilization in incentive plans - 270,200 shares Up to 500,000 shares (191,500 shares acquired) Period ProgressTotal amountPurpose Number of shares 155,000 shares 150,000 shares Plan
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Copyright © SERAKU CO.,LTD. All Right Reserved. 15 Agenda FY8/26 Results of Operations FY8/27 Plan and Shareholder Returns Medium-Term Growth Vision Appendix 1. 2. 3. 4.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Medium-Term Management Goals 16 * Given the uncertainty surrounding the AI market, the plan will adopt a rolling approach and be reviewed annually. In the first year, quantitative targets for the next three years will be presented. From the second year onward, quantitative targets and key initiatives will be disclosed to the extent that reasonable estimates can be made. Fiscal Year Ending August 2026 (Results) Fiscal Year Ending August 2027 (Planned) Fiscal Year Ending August 2029 (Planned) Sales 25.5 billion yen 28.3 billion yen 33 billion yen Operating profit 2.86 billion yen 3.01 billion yen 4.5 billion yen Operating profit margin 11.2％ 10.6 ％ 13.6 % Number of engineers (Proper + Business Partners) 3,295 people 3,513 people 3,956 people Total Giving Propensity 36.5 ％ 33% or more 33% or more ■ Make AI a New Pillar of Growth to Expand Business Scale and Enhance Profitability. ■ Translate Investments in Talent and Technology into Growth and Pursue Sustainable Enhancement of Corporate Value
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Copyright © SERAKU CO.,LTD. All Right Reserved. Update of Our Medium-Term Growth Vision 17 ■ In line with the renewal of our growth strategy, we have formulated Medium-Term Management Plan. Following the renewal of our growth strategy, we have updated our business outlook and formulated Medium-Term Management Plan. For details, please refer to Medium-Term Management Plan.
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Copyright © SERAKU CO.,LTD. All Right Reserved. 18 Agenda FY8/26 Results of Operations FY8/27 Plan and Shareholder Returns Medium-Term Growth Vision Appendix 1. 2. 3. 4.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Consolidated Quarterly Earnings Growth 19 ■ Net sales expanded, thanks to the growth of the SI and DX domains. ■ Both gross profit margin and operating profit margin rose year-on-year by 3.0% and 4.1%, respectively, driven by higher-added-value projects. 4,181 4,322 1,839 2,045 34 73 209 197 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q SI DX Midori Cloud Mechanical Design and Engineering 1,560 1,849 541 845 25.0% 28.0% 8.7% 12.8% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Gross profit Operating profit Gross profit margin Operating profit margin Net sales by solution Gross/operating profit (margin) (Millions of yen) (Millions of yen) FY24 FY25 FY26 FY24 FY25 FY26 *Digital Integration Segment consists of SI and DX
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Copyright © SERAKU CO.,LTD. All Right Reserved. Changes in Quarterly Average Unit Prices per Customer (Orders Received) 20 *The average unit prices are calculated after excluding orders received for our products. *Calculated by regarding customers with whom we had transactions over the past year as existing customers. 9,531 9,825 9,851 10,515 10,303 10,214 10,146 9,636 9,933 9,908 10,083 10,443 10,077 10,310 10,393 11,168 11,193 10,732 10,786 10,222 10,495 10,529 10,595 11,015 2,663 2,295 2,307 1,770 1,200 3,035 2,229 1,462 1,681 1,614 1,594 1,629 0 2,000 4,000 6,000 8,000 10,000 12,000 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Total Existing customers New costomers (Thousands of yen) FY24 FY25 FY26 ◼ Quarterly average unit prices per customers have been trending upward since FY24, thanks to the acquisition of high-value-added projects.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Changes in the Number of Customers from Which We Received Orders 21 Total *The breakdown of the amount is classified by order amount. 88 84 87 87 95 96 104 100 101 105 116 119 70 89 91 95 95 95 87 89 94 90 88 88 139 146 156 151 146 157 163 139 147 144 141 127 260 242 248 214 259 247 261 285 285 292 288 290 0 100 200 300 400 500 600 700 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q ¥15 million or more ¥7.5 million - ¥15 million ¥3 million - ¥7.5 million Less than ¥3 million FY24 FY25 FY26 (Companies) FY26 3Q customers FY26 4Q new customers Less than ¥3 million ¥15 million or more ¥3 million - ¥7.5 million ¥7.5 million - ¥15 million 247 242 -5 131 118 -13 88 87 -1 116 118 +2 - 59 +59 Changes in the number of customers from the previous quarter FY26 3Q FY26 4Q Difference Total 633 624 -9 ◼ The number of customers with orders worth ¥15 million or more continued to grow, while profitability has trended upward since FY24. ◼ We concentrated our resources on highly profitable projects and expanded our business with existing customers, while focusing on acquiring new customers simultaneously.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Changes in the Number of Engineers and Engineer Utilization Rate 22 3,356 3,354 3,295 2,000 2,200 2,400 2,600 2,800 3,000 3,200 3,400 3,600 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q *The number of engineers for FY24 and beyond is calculated by combining in-house engineers and working partner engineers. *In-house engineers excluding initial trainees are covered in the calculation of the utilization rate. Number of engineers (Engineers) FY24 FY25 FY26 96.8% 98.1% 98.4% 95.0% 95.5% 96.0% 96.5% 97.0% 97.5% 98.0% 98.5% 99.0% 99.5% 100.0% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Engineer utilization rate FY24 FY25 FY26 ◼ While the total number of engineers decreased year on year, we strengthened senior-level talent hiring and utilized business partners with a view to winning a greater number of orders for high -value-added projects. ◼ The engineer utilization rate remained at a high level, in spite of slight fluctuations at the timing of switching one project to another.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Company Overview 23 Company name SERAKU Co., Ltd. Established December 1987 Representative Tatsumi Miyazaki, Representative Director, President and CEO Capital 323,356 thousand yen (as of August 31, 2026) Employees 3,127 on a consolidated basis (as of August 31, 2026) Location Nishishinjuku Prime Square Bldg. 7-5-25 Nishishinjuku, Shinjuku-ku, Tokyo Group companies SERAKU CCC Co., Ltd. (wholly owned subsidiary) SERAKU Business Solutions Co., Ltd. (wholly owned subsidiary) AND Think Corporation (wholly owned subsidiary) Market Tokyo Stock Exchange, Standard Market (stock code 6199) Management Philosophy 一 Strive to be a consistently-developing company 一 Take on change 一 Contribute to the world and its people 一 Pursue happiness for employees Management Policy Creating new value through AI and contributing to society’s progress. Course of Action Be a group that values the creation and continued realization of new products, services, and mechanisms.
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Copyright © SERAKU CO.,LTD. All Right Reserved. 0 5,000 10,000 15,000 20,000 25,000 30,000 1990 1995 2000 2005 2010 2015 2020 2025 (Net sales: millions of yen) Release of Windows 95 1994 Launched online communications service Sunnet. 1995 Started the internet business. 2013 Started the business to support the operation of Salesforce. 2014 Launched Midori Cloud. Opened Yokohama Branch and Nagoya Branch. 2016 Listed on the Tokyo Stock Exchange’s (TSE) Mothers Market. 2017 Listed on the TSE First Section. Opened Minamishimabara Agricultural IT Research Institute and Okuizumo Agricultural IT Research Institute. 2018 Made SERAKU Business Solutions Co., Ltd. into a subsidiary. 2019 Established the DX Headquarters to strengthen the DX domain. 2020 Opened the IoT cloud support center in Tokyo. 2022 Established SERAKU CCC Co., Ltd. 2023 Released NewtonX, a ChatGPT utilization service for companies. Released Midori Cloud Rakuraku Shukka. Moved to the TSE Standard Market. 2024 Made AND Think Corporation and MIND CO., LTD. into subsidiaries. 2026 Released NewtonX Minutes and NewtonX Core. 2002 Started the network solution business. 2004 Opened Sapporo Branch. 2006 Opened Osaka Branch and Fukuoka Branch. 2006 Opened Osaka Branch and Fukuoka Branch. 2009 Started the development of smartphone apps. Main topics Release of iPhone in Japan Publication of the DX Report by the Ministry of Economy, Trade and Industry to promote digital transformation Launch of the Study Group toward the Realization of Smart Agriculture by the Ministry of Agriculture, Forestry and Fisheries Spread of broadband connection Release of ChatGPT Collaboration between major Japanese system integrators and overseas AI companies History 24 ◼ By leveraging information technology, we began developing businesses that respond to social trends and established a unique position, resulting in steady growth in the scale of our operations.
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: AI Solution Domain 25 ◼ As we have entered the AI era, corporate demand for AI implementation and utilization is growing, while there is a significant shortage of AI implementation personnel. ◼ We view this supply-and-demand gap as a business opportunity and support companies in the cycle of AI adoption, operational implementation, facilitation of its widespread use, and improvements. Shortage of AI implementation personnel (forecast): 120,000 (Calculated by the Company based on the METI materials for 2030) Our main services Generative AI utilization platform for corporate clients • Platform for corporate clients to utilize generative AI safely and securely • Contribute to business transformation through the use of AI in companies AI utilization support offered by FDEs • Support for AI implementation and automation based on a solid understanding of business operations • Support for the adoption and utilization of AI in business operations • Support for the design and development of advanced, business-specific AI Our main services
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: NewtonX - Generative AI Utilization Platform for Corporate Clients 26 Why choose us Customer Success: Our Key Differentiator Drawing on our expertise in driving DX adoption, dedicated specialists support deployment planning through company- wide adoption. Product Foundation Embedding AI in business apps Expansion into FDE Implementing AI with NewtonX NewtonX Minutes Meeting minutes No prompts needed. Support before, during and after meetings. NewtonX Core Research and documents AI researches and creates documents autonomously with minimal prompts. Adoption needs Security Personal data detection / SSO and IP restrictions / No use of data for training Answer accuracy Reduce incorrect answers / Import internal documents / Templates Productivity Internal data access / Sharing / Multiple LLMs Data Utilization Internal Knowledge Integration Build AI tailored to your company Use internal policies, manuals and meeting materials to build AI with proprietary knowledge. Create a business assistant with company-specific expertise. AI Adoption and Planning AI Adoption Consulting From individual to company-wide use Review business processes and redesign them around AI. Define AI and human roles. Design AI use to deliver ROI. Development AI Business Applications Delegate parts of workflows to AI Develop AI agents and apps that embed AI in business systems. Reduce reliance on individuals and automate business processes. Operations and Adoption FDE: On-site AI Implementation Solve operational challenges with AI FDEs work at client sites, supporting issue identification through AI implementation and operations. Provide AI talent to drive transformation led by on-site teams. Use Advanced Solutions Built on NewtonX AI Business Applications for Specific Tasks Custom Development ◼ We offer a comprehensive solution that combines the standard features necessary for enterprise use with customer success services that support adoption and utilization after implementation. ◼ We will expand our scope to include support for business application development and AI implementation, promoting the advancement of AI utilization in companies.
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: AI Utilization Support Offered by FDEs 27 ◼ FDEs, business consulting and AI platforms provide end-to-end support from issue identification through implementation and operations. ◼ Our CAIO-led AI specialists bring advanced technology and expertise to every stage. We have started making proposals and launched advanced marketing activities to existing customers as a business model to achieve high profitability. ▌Development of human resources for AI adoption • Reskill and transfer some 3,000 in-house engineers • Already shifted recruitment into the identification of AI potential • Work on the large-scale development of AI human resources to address demand ▌On-site business model + track records of value creation • Accumulate plenty of experience in the business model of stationing personnel at client companies • Boast track records of realizing an integrated approach from needs identification to implementation and operation, centering on the customer success business • Utilize our own AI platform, NewtonX • Handle AI solutions by various companies, such as Copilot and Agentforce ▌Handle both our indigenous and general-purpose AI platforms • Gather business process challenges from FDEs • Improve processes and design AI solutions AI Specialist Team • CAIO -led support throughout the process Implementation and OperationIdentifying Issues FDE model Business Consulting • IT-focused on -site assignments • Identify tasks where AI can improve productivity • Use AI platforms to deliver on -site implementation and operational results AI platform (supports in -house services + leading platforms) • ADK* enables on -site FDE development • Specialists tailor solutions • General-purpose apps for meeting summaries and automated processing In-house Services Leading platform partners FDE (= Engineers stationed at client sites) ※Agent Developer Kit
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: DX Domain 28 ◼ We offer integrated support, from operating difficult-to-use enterprise software to driving business reforms. ◼ Our customer success business integrates operations and business reforms and provides high -value-added services, including runner-type support that accompanies clients from identifying their challenges to achieving results. Provide solutions that strengthen business processes and management foundations. Solution structure Products Personnel / labor management systemsCRM /SFA Integrate dispersed and complex HR operations. Revise rules and build a foundation for utilizing HR data. Standardize sales management to reduce reliance on individuals. Quickly visualize implementation and sales progress. Organizational management, authorization design, and operational outsourcing HR data management and support for policy revisions Customer success Offer integrated operations and business reforms. Operational management Maintain and update the system to ensure that it remains operational without interruption. Business reforms Review business operations and decision-making processes to achieve results.
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: DX Domain 29 ◼ Salesforce: We leverage the expertise and talent pool accumulated through over 10 years of supporting more than 500 companies and help strengthen sales capabilities ◼ COMPANY: Through collaboration with WHI and our own human resources development initiatives, we have built one of the largest networks of specialized talent in Japan *Salesforce Partner Navigator Program: A program that comprehensively evaluates and certifies the professional capability of Salesforce partners in specific areas based on their knowledge, experience, and quality *Managed Service field: Operational and adoption services that provide end-to-end support, from strategic planning for system utilization to full-scale implementation Abundant track records of support × Business and market performance × Certifications and specialized personnel → Source of our competitive advantages in the DX domain Salesforce CRM / SFA COMPANY Personnel / labor management systems +9.8 % Salesforce Japan FY26 net sales growth rate 32.6 % No.1 domestic market share Business and market performance Certified as Expert Level Managed Service field in the Salesforce Partner Navigator Program WHI Solution Partner Certified as a Solution Partner Over 350 personnel Customer success Scale of 150 personnel Develop personnel under an original training program that leverages the training environment provided by WHI Over 500 companies Over 10 years of support Generation of over 5,000 leads per year Over 80 companies Support mainly for major corporations Customers supported Our competitive strengths CertificationEnrollmentCertificationEnrollment
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Copyright © SERAKU CO.,LTD. All Right Reserved. AI Segment l Our Business: Midori Cloud 30 ◼ We utilize AI, IoT, and other cutting-edge technologies to resolve production and distribution issues in agriculture, livestock farming, and fisheries. ◼ We position "Rakuraku Shukka," a solution that drives digital transformation (DX) in collection and shipment operations, as the core of our current initiatives, and are promoting its adoption by new JA organizations, mainly in the distribution of fruits and vegetables, flowers, and rice, as well as the expansion of products and collection centers at JA organizations that have already adopted it. Service Outline • System released in 2023 to save labor through digital utilization in counting, as well as making and writing documents in collection and shipment by pasting and reading QR codes • Realize lot-based traceability by giving individual identification numbers. • Measure environmental conditions in livestock buildings using IoT devices and record data to detect abnormal conditions and equipment issues. • Utilize automatic control in conjunction with other companies’ products and remotely control via an app. • Automatically measure and record crop growth conditions and environmental factors using IoT devices, thereby enabling field visualization. • Utilize automatic control in conjunction with other companies’ products and remotely control via an app. • Support for recording and managing everything from annual cropping plans to daily agricultural work. Competitive strengths • Error reduction and labor saving through digital utilization • High customizability that allows for operation catered to each site Example of adoption Adopter JA Hiroshima Issues before adoption Manual tasks, such as creating documents, are a significant burden, leaving little time to focus on cultivation guidance. Labor-saving impact* Shipping burden on producers: down 24% Collection and shipment burden at JA: down 85% Operational error risk: down 70% With many JA organizations facing similar issues, preparations to introduce the product are underway at multiple JA organizations, building upon the successful results achieved with JA Hiroshima. *The impact of adoption above is based on the results at JA Hiroshima, and it may vary depending on the workflow. Adoption target We aim to achieve a 90% adoption rate for all products shipped to the market by the end of fiscal year 2027.
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Copyright © SERAKU CO.,LTD. All Right Reserved. Operation of Midori Cloud Rakuraku Shukka 31 ◼ Despite seasonal fluctuations, the number of items shipped via "Rakuraku Shukka" increased significantly from 19,367 in FY8/24 to 224,371 in FY8/26. ◼ In addition to expanding sales to new JA organizations, we are strengthening our efforts to expand the number of product items handled by JA organizations that have already adopted the system. 19,367 169,643 224,371 0 50,000 100,000 150,000 200,000 250,000 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Number of shipments via Rakuraku Shukka (Shipments) FY24 FY25 FY26 How we will step up our implementation strategy Step 1: Expanding sales to new JA organizations to increase the number of adopters Progress: The number of JA organizations adopting the service has expanded to a certain scale. Implementation is under way across a wide range of regions, laying the groundwork for expanded usage. Step 2: Expanding the range of products and collection centers that use the service at existing JA organizations Impact: Rapidly increasing the number of shipments By leveraging the existing platform, we can shorten the time required for further expansion. In addition to expanding sales to new JA organizations, we strengthened our efforts to deepen relationships with existing JA organizations to drive growth in shipment volume. Full-Scale Expansion of Shipments
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Copyright © SERAKU CO.,LTD. All Right Reserved. DI Segment l Our Business: Security 32 165 175 189 180 0 100 200 2022 2023 2024 2025 (Cases) ※ Sources: Tokyo Shoko Research, "Personal Information Leakage and Loss Incidents at Listed Companies" (annual surveys); AI mis use : Google Threat Intelligence Group Figures are based on incidents publicly disclosed by listed companies and their subsidiaries, and include possible leakage, l oss , and inappropriate handling. Expansion into High -Value -Added Areas by Leveraging Existing TalentLeakage Risks Threatening Corporate Information Assets Information Leakage Caused by Cyberattacks and Human Error More Efficient and Sophisticated Attacks Using AI ▌Number of Personal Information Leakage and Loss Incidents at Listed Companies and Their Subsidiaries ※ Personal information leakage and loss incidents remain at a high level Virus infection / unauthorized access 64.4％ Causes of incidents in 2025 Internal systems / servers 77.7％ Media of incidents in 2025 Building specialized training and practical experience on top of a solid technical foundation, and expanding the assignment of personnel to the security field Winning high unit -price projects through greater expertise Increasing sales per customer through additional proposals to existing customers Engineering Team Market Expansion Driven by AI 300 engineers Security Engineer • Leakage of customer and personal information due to unauthorized access • Leakage due to misdirected emails or system misconfigurations • Information leakage originating from outsourcing contractors • Targeted reconnaissance, and creation of phishing emails and attack code • Misuse of AI to automate parts of the attack process Improving efficiency and quality by applying AI to log and alert analysis, incident response, and vulnerability assessments in security operations, and by dividing tasks between people and AI Addressing new security needs arising from the expanding use of generative AI, such as information leakage, shadow AI, access control, and governance Upskill infrastructure, network, and software development engineers into highly specialized cybersecurity engineers ◼ Accelerate expansion into the cybersecurity domain amid growing cybersecurity risks. ◼ Leverage our extensive engineering talent and expertise in infrastructure and software development to capture opportunities in the expanding market, driving revenue growth and improved profitability through the expansion of high-value-added services. Security × AI Security for AITarget in 3 Years
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Copyright © SERAKU CO.,LTD. All Right Reserved. DI Segment l Our Business: SI Domain 33 ■ We offer one-stop services that include IT infrastructure construction, operation, and maintenance. ■ The domain is less subject to changes in the external environment and has steadily grown as the revenue base of our Company. Solution overview ■ Design, construction, and operation of IT infrastructure Based on the construction and stable operation of social and corporate IT infrastructure bases, we offer IT design support that covers the latest networks, IoT, and security. Business characteristics IT systems require continuous operation; therefore, once we receive orders for the systems, they will contribute to our performance for a long time. Continuity Demand remains stable, even in the event of sudden changes in the external environment, such as the global financial crisis, the Great East Japan Earthquake, and the COVID-19 pandemic. Stability Competitive strengths • Cover a wide range of projects, including operation and maintenance projects and those requiring a high degree of expertise. • Handle projects working as a subcontractor for large projects of major system integrators or receive orders from prime contractors. • Have created an environment to provide training for constructing and operating IT infrastructure in an environment and under conditions equivalent to actual projects. ■ Security managed services We offer security solutions, including firewalls and unified threat management (UTM), hacking detection and defense systems, website tampering detection, and email security. ■ Quality assurance services We utilize standardized test methods to offer efficient and high-quality software test services. ■ IT outsourcing Our highly skilled engineers provide comprehensive support in response to the resource shortage of corporate IT personnel, including network construction, IT device management, and security incident response, among other services.
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Copyright © SERAKU CO.,LTD. All Right Reserved. DI Segment l Our Business: Mechanical Design and Engineering 34 ■ This segment covers SERAKU Business Solutions Co., Ltd., a wholly owned subsidiary. ■ We will leverage our technical capabilities in the hardware domain as our strength to expand our business domains and areas in which we can develop businesses. Competitive strengths • High level of expertise in the hardware domain • Wide business domain that covers not only upstream projects but also downstream ones • Extensive expertise in diverse manufacturing fields, including mechanical, plant, and architectural design • Proven track record with clients across a wide area from the Kanto to Chubu regions (and expanding) • Training program on latest digital technologies and tools • Creation of an environment where employees can use actual IT infrastructure equipment, DX tools, and 2D/3D CAD • Mentoring and coaching by personnel in charge of technical education • Structure to return personal knowledge and experience to the organization Technical capabilities Human capabilities • Creation of an open and cooperative workplace • Regular feedback and communication • Education and training catered to individual employees • Development of favorable relations through team building activities Sources of competitive strengths Mechanical design System construction/ operation System maintenance/ monitoringArchitecture/ construction design Production technologies/ control Quality control User support IT support DX & support Service windows/ counters Support for local governments Back-office support Resources Bidding Call centers Verification/kitting Efficiency Evaluation/ verification Help desks Networks/servers Networks/servers Digital BPO
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Copyright © SERAKU CO.,LTD. All Right Reserved. SERAKU’s Initiatives for ESG and SDGs 35 ■ The SERAKU Group will build a long-term foundation for growth by promoting ESG activities. ■ As a company that creates social value, the Group will strengthen initiatives to help achieve a sustainable society. Safe operation of systems in the IT society Human resources development Creation of new value in society Use of IT in agriculture field Realization of a physically and mentally healthy society Sophistication of corporate governance • Building sustainable and strong IT security • Providing IT environments and services tailored to customers • Helping maintain social activities using IT • Cultivating human resources who have advanced expertise • Providing ongoing education for IT engineers • Ensuring employment for young people and utilizing a variety of human resources • Advancing smart agriculture to improve productivity • Revitalizing the primary industry using IT • Producing abundant food stably • Enhancing the value of industry using IT technology • Achieving regional revitalization through recruitment and IT technology • Achieving high productivity and low workload by using IT • Ensuring compliance • Strengthening corporate governance • Improving information disclosure • Providing digital healthcare services • Solving social issues using IT • Cooperating with academic institutions
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Copyright © SERAKU CO.,LTD. All Right Reserved. Contribution of the Midori Cloud Business to the SDGs 36 Stable and efficient agricultural production Streamlining of the distribution of foods and other products Stable agricultural production through data utilization Midori Cloud offers a system to quantify cultivation environments and an environment control system that automatically adapts itself to its environment. These systems will not only improve the productivity in agricultural production but also support the adaptation to changing cultivation environments due to climate change, thereby contributing to a stable food supply. Realization of healthy livestock raising The use of Farm Cloud quantifies livestock building environments, enabling the maintenance of proper conditions. Maintaining proper conditions will ensure the safety of livestock and promote healthy livestock raising, thereby minimizing losses due to accidents. Reduction in fossil fuel consumption in agricultural production In protected horticulture, fossil fuels are widely burned to create suitable cultivation environments. Midori Cloud visualizes such environments, helping to reduce the burning of fossil fuels to the minimum necessary level and cut greenhouse gas emissions. Realization of waste-free distribution according to outputs in production areas The projection of shipments from production areas, which we jointly developed with Weathernews Inc. and Midori Cloud Rakuraku Shukka, enables us to grasp the volume of agricultural products available for shipment by production area. As climate change causes changes in shipment periods and production areas suitable for cultivation, such data will be useful for streamlining distribution and reducing food loss. Rational distribution of organic agricultural products Currently, many organic agricultural products are transported via parcel delivery services because they are traded in small lots. Regarding the new distribution of organic agricultural products utilizing market distribution and settlement functions, which we have collaborated on with Tokyo Fuji Seika Co., Ltd., among others, we have achieved efficient transportation of organic agricultural products through large-scale transactions, as well as joint distribution with vegetables grown using conventional methods. Such a new distribution will facilitate the distribution of organic agricultural products, resulting in the promotion of highly sustainable agricultural production with low environmental impact. Realization of sustainable agricultural product distribution through digital transformation of collection and shipment Midori Cloud Rakuraku Shukka contributes to a stable food supply by digitalizing the collection and shipment of agricultural products and streamlining distribution. ■ The Midori Cloud business advances the digital transformation of the primary industry, contributing to the realization of the SDGs in a multifaceted manner.
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Copyright © SERAKU CO.,LTD. All Right Reserved. SDGs/ESG/Human Capital Management-related Initiatives 37 One of the pillars of our management philosophy: “Strive to be a consistently-developing company” Midori Cloud business Vital Program Contribute to the SDGs and practice ESG management through the agricultural IT business Practice human capital management through future-oriented well-being activities History of our initiatives 2015 2016 2017 2023 2025 Launched the agricultural IT business Midori Cloud. Adopted as a Hometown Telework Project by the Ministry of Internal Affairs and Communications. Engaged in regional revitalization and local talent development through information technologies. Opened agricultural IT research institutes by utilizing a closed school building in Minamishimabara City, Nagasaki Prefecture, and a former residence in Okuizumo Town, Shimane Prefecture. Hired local talent. Launched the collection and shipment support service Rakuraku Shukka. Realized improved productivity in the collection and shipment of products through digital technologies. Acquired land at the planned site for Vital Village in the Seisho area, Kanagawa Prefecture. Launched the future-oriented well-being activity, Vital Program, in full swing. Vital Program is a collective term for activities that provide spaces and opportunities to encourage self-realization, growth, and mutual understanding, based on the idea that fostering a zest for living and engaging in work and various activities on one’s own initiative leads to happiness. Contribution of our initiatives to earnings and their future vision Establish a sustainable and highly profitable business model by putting our management philosophy into practice Step.1 Step.2 Step.3 Make the Midori Cloud business segment turn a profit, so that businesses that directly contribute to the SDGs and ESG will help boost the growth in profits Perform employee training, recruitment events, and well-being activities at Vital Village. Make improvements in sickness absence and mental illnesses, among others Conduct work-style-related initiatives such as workcations and having a workplace near home. Establish a sustainable cycle of productivity improvement
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Copyright © SERAKU CO.,LTD. All Right Reserved. Forward-looking Statements 38 Documents and information provided at today’s presentation include forward-looking statements. These statements are based on assumptions that include current expectations, forecasts, and risk factors. As a result, forward-looking statements include many uncertainties that may cause actual performance to differ from these statements. Risk factors and uncertainties include the condition of industries and markets in which SERAKU operates, changes in interest rates and foreign exchange rates, as well as other factors affecting the Japanese and global economies. SERAKU has no obligation to update or correct these forward-looking statements even if there is subsequently new information or an event that affects these statements. An announcement will be made promptly if there are revisions to the FY8/27 forecasts or differences between the results of operations and these forecasts that require disclosure.